How and to what extent do dominant coalition members' values and perceptions impact public relations participation in organizational strategic management

Abstract

This research paper examines how and to what extent the values and perceptions of dominant coalition members influence whether they invite – or not – public affairs practitioners to participate in the highest levels of decision making. The study draws on upper echelons theory, which argues that top executives’ characteristics and backgrounds shape organizational outcomes, and on research that suggests values of openness to the environment and autonomy may be predictors of how dominant coalition members perceive public relations participation in organizational decision making. Data were collected through a cross-Canada survey administered to a non-random sample of 102 dominant coalition members and 10 in-depth interviews. The population represented here includes members of non-profit, private and government organizations. Results suggest that dominant coalition members’ values of openness to the environment and autonomy are positively associated with public relations having a seat at the organizational decision-making table. Perceptions of public relations practitioners to act as strategists is a more significant predictor. Most previous research in this area includes little to no Canadian participation and focuses on the skills and strategic abilities practitioners need to be elevated without significantly exploring if developing those skills and abilities matter to dominant coalition members. This research paper contributes to filling that gap by collecting data from Canadian participants and further exploring how dominant coalition members make decisions that affect how public relations is practised at their organizations.